Summary MG1 Chapter 1
1. Explain why managers are important to organizations
2. Tell who managers are and where they work
Know how to manage your time
3. Describe functions, roles and skills of managers
Develop your skill at being politically aware
4. Describe the factors that are reshaping and redefining the manager’s job
5. Explain the value of studying management
A key to success in management and in your career is having good time management skills.
8 tips to help you better use your time as a manager:
1. Make and keep a list of all your current, upcoming, and routine goals. Know what is need to
be done.
2. Rank your goals according to importance.
3. List the activities/tasks necessary to achieve your goals
4. Divide these activities/tasks into categories using A, B, and C classification.
5. Schedule your activities/tasks according to the priorities you’ve set
6. Plan your to-do list each day so that it includes a micture of A, B, and C activities/tasks
7. Realize that priorities may change as your day or week proceeds
8. Remember that your goal is to manage getting your work done as efficiently and effectively as
you can
,Why are managers important?
What can a great boss do?
Inspire you professionally and personally
Energize you and your coworkers to accomplish things together that you couldn’t get done by
yourself
Provide coaching and guidance with problems
Provide feedback on how you’re doing
Help you to improve your performance
Keep you informed of organizational changes
The first reason why managers are important is because organizations need their managerial skills
and abilities more than ever in uncertain, complex, and chaotic times.
Another reason why managers are important to organizations is because they’re critical to getting
things done.
finally, managers contribute to employee productivity and loyalty: the way employees are managed
can affect the organization’s financial performance, and managerial ability has been shown to be
important in creating organizational value.
Who are managers and where do they work?
Manager: someone who coordinates work and oversees the work of other people so organizational
goals can be accomplished.
Managers run large corporations, medium-sized businesses, and entrepreneurial start-ups. They’re
also found in government departments, hospitals, non-profit agencies, museums, schools, and even
nontraditional organizations such as political campaigns and music tours.
Manager levels:
1. Top managers: are at or near the upper levels of the organization structure who are
responsible for making organization-wide decisions and establishing the goals and plans that
affect the entire organization.
2. Middle managers: managers between the lowest level and top level of the organization who
manage the work of first-line managers.
3. First-line managers: managers at the lowest level of management who manage the work of
nonmanagerial employees. Nonmanagerial employees work directly on a task or job and have
no one reporting them.
In traditionally structured organizations, managers can be first-line, middle, or top. In other more
loosely configured organizations, the managers may not be as readily identifiable, although someone
must fulfill that role.
,Where do managers work?
Managers work in an organization. An organization is: a deliberate arrangement of people to
accomplish some specific purpose. Most organizations have the same three common characteristics.
1. Distinct purpose: typically expressed through goals the organization hopes to accomplish
2. People: it takes people to perform the work that’s necessary for the organization to achieve
its goals.
3. Deliberate structure: structure within which members do their work. Open or flexible, or
more traditional.
Many organizations those days are structured with more flexible work arrangements, employee work
teams, open communication and supplier alliances.
What do managers do?
Managers manage. Management is: Coordinating and overseeing the work activities of others so their
activities are completed efficiently and effectively. Management involves ensuring that work activities
are completed efficiently and effectively by the people responsible for doing them.
Efficiency: Doing things right, or getting the most output
from the least amount of inputs.
Effectiveness: Doing the right things, or doing those work
activities that will result in achieving goals.
According to the functions approach, managers perform certain activities or functions as they
efficiently and effectively coordinate the work of others. Those functions are:
Henry Fayol; POLC
Mintzberg; managerial roles they engage in work (specific actions or behaviours expected of and
exhibited by a manager).
Interpersonal roles: Managerial roles that involve people and other duties that are
ceremonial and symbolic in nature
Informational roles: Managerial roles that involve collecting, receiving, and disseminating
information
, Decisional roles: Managerial roles that revolve around making choices
Managers need the following skills:
Technical skills: Job-specific knowledge and techniques needed to proficiently perform work
tasks.
Interpersonal skills: the ability to work well with other people individually and in a group.
Conceptual skills: the ability to think and to conceptualize about abstract and complex
situation.
Other important managerial skills are: managing human capital, inspiring commitment, managing
change, structuring work and getting things done, using purposeful networking etc.
How is the manager’s job changing?
In today’s world, managers are dealing with global economic and political uncertainties, changing
workplaces, ethical issues, security threats, and changing technology.
1. Explain why managers are important to organizations
2. Tell who managers are and where they work
Know how to manage your time
3. Describe functions, roles and skills of managers
Develop your skill at being politically aware
4. Describe the factors that are reshaping and redefining the manager’s job
5. Explain the value of studying management
A key to success in management and in your career is having good time management skills.
8 tips to help you better use your time as a manager:
1. Make and keep a list of all your current, upcoming, and routine goals. Know what is need to
be done.
2. Rank your goals according to importance.
3. List the activities/tasks necessary to achieve your goals
4. Divide these activities/tasks into categories using A, B, and C classification.
5. Schedule your activities/tasks according to the priorities you’ve set
6. Plan your to-do list each day so that it includes a micture of A, B, and C activities/tasks
7. Realize that priorities may change as your day or week proceeds
8. Remember that your goal is to manage getting your work done as efficiently and effectively as
you can
,Why are managers important?
What can a great boss do?
Inspire you professionally and personally
Energize you and your coworkers to accomplish things together that you couldn’t get done by
yourself
Provide coaching and guidance with problems
Provide feedback on how you’re doing
Help you to improve your performance
Keep you informed of organizational changes
The first reason why managers are important is because organizations need their managerial skills
and abilities more than ever in uncertain, complex, and chaotic times.
Another reason why managers are important to organizations is because they’re critical to getting
things done.
finally, managers contribute to employee productivity and loyalty: the way employees are managed
can affect the organization’s financial performance, and managerial ability has been shown to be
important in creating organizational value.
Who are managers and where do they work?
Manager: someone who coordinates work and oversees the work of other people so organizational
goals can be accomplished.
Managers run large corporations, medium-sized businesses, and entrepreneurial start-ups. They’re
also found in government departments, hospitals, non-profit agencies, museums, schools, and even
nontraditional organizations such as political campaigns and music tours.
Manager levels:
1. Top managers: are at or near the upper levels of the organization structure who are
responsible for making organization-wide decisions and establishing the goals and plans that
affect the entire organization.
2. Middle managers: managers between the lowest level and top level of the organization who
manage the work of first-line managers.
3. First-line managers: managers at the lowest level of management who manage the work of
nonmanagerial employees. Nonmanagerial employees work directly on a task or job and have
no one reporting them.
In traditionally structured organizations, managers can be first-line, middle, or top. In other more
loosely configured organizations, the managers may not be as readily identifiable, although someone
must fulfill that role.
,Where do managers work?
Managers work in an organization. An organization is: a deliberate arrangement of people to
accomplish some specific purpose. Most organizations have the same three common characteristics.
1. Distinct purpose: typically expressed through goals the organization hopes to accomplish
2. People: it takes people to perform the work that’s necessary for the organization to achieve
its goals.
3. Deliberate structure: structure within which members do their work. Open or flexible, or
more traditional.
Many organizations those days are structured with more flexible work arrangements, employee work
teams, open communication and supplier alliances.
What do managers do?
Managers manage. Management is: Coordinating and overseeing the work activities of others so their
activities are completed efficiently and effectively. Management involves ensuring that work activities
are completed efficiently and effectively by the people responsible for doing them.
Efficiency: Doing things right, or getting the most output
from the least amount of inputs.
Effectiveness: Doing the right things, or doing those work
activities that will result in achieving goals.
According to the functions approach, managers perform certain activities or functions as they
efficiently and effectively coordinate the work of others. Those functions are:
Henry Fayol; POLC
Mintzberg; managerial roles they engage in work (specific actions or behaviours expected of and
exhibited by a manager).
Interpersonal roles: Managerial roles that involve people and other duties that are
ceremonial and symbolic in nature
Informational roles: Managerial roles that involve collecting, receiving, and disseminating
information
, Decisional roles: Managerial roles that revolve around making choices
Managers need the following skills:
Technical skills: Job-specific knowledge and techniques needed to proficiently perform work
tasks.
Interpersonal skills: the ability to work well with other people individually and in a group.
Conceptual skills: the ability to think and to conceptualize about abstract and complex
situation.
Other important managerial skills are: managing human capital, inspiring commitment, managing
change, structuring work and getting things done, using purposeful networking etc.
How is the manager’s job changing?
In today’s world, managers are dealing with global economic and political uncertainties, changing
workplaces, ethical issues, security threats, and changing technology.
